Introduction
In 2008 the IBM company carried out the world study of Human Capital. From the aforementioned IBM study, it is highlighted that only 6% of companies manage talent in an integrated way, that is, not only identifying individual talent, but adapting it in the optimal position, as an asset for the organization as a whole, and to develop their skills to the maximum. This study concludes that most organizations still have very hierarchical structures today, which give higher priority to leadership in the management and decision-making of organizations, above the recommendations of the individuals who manage Human Talent..
Perhaps another reason for this low achievement rate is due to the fact that GTH is still considered from the perspective of a function of the Human Resources department, an institutional strategy or a work technique. When it should be considered as a transversal competence - to every person who occupies a leadership role - and include it within the competence profile of these collaborators.
This would transform the management of Human Talent into an aspect that is measurable and measurable on a personal level - like any other index that measures performance gaps - and therefore, is a matter of training and education.
Finally, it should appear in the job description as it is one of the most influential skills when establishing the work environment in an area or a work team.
By integrating these aspects, it is necessary to implement a registry consultation system - available and updated - to quantify and manage parameters for meeting goals or objectives at each stage of a process, or during the implementation of a system (whether deadlines, budget, quality, quantity, number of complaints, advancement of the operating system, etc.) in the form of indexes of achievement of achievements and fulfillment of goals assigned to each person, to choose between different courses of action that lead us to the success of our work (such as those used by the BCP for the control of routine activities and which allows those responsible for each agency to maintain a daily control of goals, and collaborators to keep an updated record of their achievements or deficiencies), and which includeHuman capital management indices that manage to associate achievements, goal fulfillment, levels of well-being and work environment, to levels of employee satisfaction, training gaps, payroll adjustment and leadership quality within the company's strategic plan.
For example: Human Talent management is oriented towards promoting a good work environment where each individual feels fulfilled, with a good level of job stability and accompanied by a personal development plan in the medium and long term, so it would be It is interesting to have indicators that take these aspects into account. There are still many aspects to develop in Human Talent Management such as the classification of the type of motivator of each collaborator based on personal objectives and needs. For example, a young professional perceives his work as a form of independence, while a married person as a source of income to support their home and family, and for an adult person as a source of income for retirement.Integrating all these aspects in a Human Talent Management will provide tools to guide, motivate and achieve goals more efficiently.
